Eliminate Executive Blind Spots - SOLID Leaders · Strengths Finder 2.0 by Tom Rath This assessment is administered via a code in the back of the book by the same name, or you can

Eliminate Executive Blind Spots

© 2017. SOLID Leaders, LLC. All Rights Reserved.

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Section One Introduction The Need for Objective Assessment There is no perfect leader. Each one has pluses and minuses, and if you are reading this, chances are that you want to improve your minuses. You should also focus on leveraging your strengths.

To improve, you need greater insight into what you bring to the table as a leader and how you stack up to others in similar leadership roles. You can do this by gaining periodic objective assessments of your leadership strengths and challenges. Although gaining this insight is highly useful, one of the most important outcomes is that you eliminate your blind spots. A leader cannot afford to have blind spots. That which you do not know about yourself can and will usually undermine your leadership.

While you cannot become the perfect leader, you can become a leader who has perfect insight into your strengths and weaknesses, without blind spots. Armed with that information, there are all kinds of workarounds to compensate for the limits that you invariably have.

Passion for Improvement What does it take to be a great leader? The hallmark of a good leader is their passion around continuous improvement. Inside of you is likely an internal drive to take your leadership to the next level. You are rarely satisfied with your own performance. You want to do better. That is a common trait for all leaders. One difference between good leaders and great leaders is that great leaders are not afraid to look at their weakest areas, and continually seek out opportunities to gain greater insight into how they can improve. Great leaders are also very aware of their strengths, know how to leverage them, and how to offset weaknesses by various means. If you want to be the greatest leader possible, this process of gaining greater insight is never-ending. You will never “arrive”. It makes the journey toward peak leadership performance challenging and exciting.

Markers of a Leader There are several major leadership identifiers or “markers” we have discovered that are found in most successful leaders. Having a passion for improvement is certainly a common marker. Another is that of craving performance feedback. You want to know how effective you are being in leading others. You also want to know about how you are perceived by the organization regarding all this. You realize that such input enables you to adjust your leadership style to be the most useful in the current environment.

If you are the typical high-performing leader, you want and need a strong handle on your greatest strengths and challenges, so that you can capitalize on your strengths, and shore up areas of weaknesses. If this is you, or if you want this to be you, read on.

To be the best you can be, you need regular objective leadership assessments that provide feedback needed to enhance and grow your level of influence. Such unbiased feedback allows you to make course corrections where appropriate.



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SOLID Leader’s assessment process will help you gain this invaluable feedback on your leadership. It will help your leadership, no matter what your level of responsibility. Gaining greater insight into your leadership, you will better understand your strengths and weaknesses, uncover possible blind spots, and discover how to adjust as needed to achieve peak leadership performance.

Exercise 1.

Instructions:

Create a list of top ten strengths and top ten weaknesses, in rank order.

Rank Order

Top Strengths Rank Order

Top Weaknesses

1 1

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10

Exercise 2. Use this area to make notes. After you are finished with your lists, answer this: “What insight did you gain from this exercise?”



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Section Two Blind Spots Blind Spots are Common

We all have blind spots. No matter how much work you have done on yourself and your executive functioning, it is fairly certain that you have not discovered all there is regarding your strengths and weaknesses. SOLID has provided coaching to thousands of executives over the past three decades and almost all have discovered areas about themselves of which they were previously unaware. Many of our clients are in their second or third decade of being an executive, and have taken behavioral and 360-degree assessments multiple times over their career. Even then, we find that they discover new things about themselves as they engage in our assessment process. The executive’s job is to continually strive to eliminate blind spots. The following diagram will help you see how.

The Johari Window

Exercise 3. What are examples of blind spots you uncovered as you have matured as an executive?



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Section Three Quantitative (Electronic) Assessments Types of Behavioral Assessments

The assessment instruments we use at SOLID provide additional information for the coach which he or she probably does not have at the inception of the engagement. It also provides information for the client which he or she may have but which enables and encourages further self-exploration. Understanding self is an important first step in improving one’s leadership skills. What types of behavioral assessments have you completed in the past? Generally, the more you have done, the more you know yourself. It is helpful for your coach to have a history of completed assessments. Please indicate which you will provide your coach, and upload them to us.

Exercise 4. Complete.

Name of Assessment

Month/Yr.

Completed

Accurate

Y/N/Fairly

Will Provide

eCopy? Y/N

Comments

At SOLID, we use a wide variety of tests and assessments. However, we have our favorite “go to” instruments. They are described in the following paragraphs. DiSC - Behavioral Assessment

This assessment is administered via an emailed link and takes approximately 10 to 20 minutes to complete. You will be emailed a report within 24 hours of completion. The DiSC is a Behavioral Preference Indicator which measures your “preferred behavior.” Commonly known as a behavioral style assessment, the one we use has been validated by millions over the past 40+ years. SOLID has been administering this same instrument now since its founding in 1989. The way you behave is called your behavioral style. It can be different or the same at home versus at work, can vary over time and may change with education, experience, age and major life events. The DiSC takes a snapshot of your preferred behavior, today, at work. It provides an overall assessment of your behavioral style and provides insight and strategies for increased effectiveness. Your report will also tell you how you’ll likely react to style of others. It suggests ways of relating to people with different behavioral preferences. You will discover methods of connecting behaviorally,



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dealing with difficult people and solving workplace conflict. You’ll also learn how to identify other styles and better adapt your style to best meet the needs of co-workers. This one insight alone can be transformational. The DiSC is used in one-on-one coaching, leadership training or as part of teambuilding, if DiSC results are shared with the team. We never share your results without your express consent. After you receive your DiSC report, you will see that it is safe to share with others. If you disagree with the results, you can re-take it until you are satisfied you have an accurate profile. The DiSC also has an electronic 360-degree assessment component called “DiSC 363” which can be useful for getting input about your style from your boss, peers and direct reports.

Exercise 5. What percentage of the four behavioral styles do you tend to exhibit at work? Dominant ______% Social _____% Steady _____% Cautious _____%

Strengths Finder 2.0 by Tom Rath

This assessment is administered via a code in the back of the book by the same name, or you can go online and download the code. It takes approximately 15 to 20 minutes to complete. You will receive a report immediately upon completion. The Strengths Finder assesses an individual relative to 34 “themes”. Strengths Finder 2.0 is a book which includes access to the online instrument. You can order a hard copy of the book OR download the eBook at https://www.gallupstrengthscenter.com. There are three options for taking the profile: Option 1: Your Top Five Strengths Take the Clifton StrengthsFinder assessment to discover your top 5 strengths, and download the bestselling StrengthsFinder 2.0 e-book. Learn how your dominant talents help you excel, and begin your path to better performance and higher engagement. Intended as an introduction to strengths, this solution is ideal for people who want a quick, focused approach to strengths-based development.



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Option 2: Beyond Your Top 5 Strengths If you already have your top 5 strengths and want to know the rest of your strengths, you can take this. This profile will apply the cost of discovering your top 5 strengths to revealing STRENGTHS 6-34 of your complete strengths profile. Understand how to maximize your effectiveness, identify strengths in others, and achieve success.

NOTE: This upgrade option is for those who have already discovered their top 5 strengths. It is identical to the All 34 Strengths Access product, minus the ability to take the assessment again.

Option 3: All 34 Strengths Take the Clifton StrengthsFinder assessment and reveal your complete strengths profile, including the relative dominance of each of your 34 strengths, and download the StrengthsFinder 2.0 e-book. Understand how to maximize your effectiveness, identify strengths in others, and achieve success. This is the recommended solution for people who want a comprehensive strengths-based product. We recommend you read the book after you take the profile. The report gives you your top five themes and ideas for action and working with others who also have that theme. This instrument is in keeping with the idea that it is easier to build on strengths then it is try to overcome weaknesses. Exercise 6: What are the top strengths you identified in StrengthsFinders? Strengths Strengths Being Overused Missing Strengths Emotional intelligence 2.0 by Travis Bradberry and Jean Greaves

This assessment is administered via a code in the back of the book by the same name, or you can go online and download the code. It takes approximately 15 to 20 minutes to complete. You will receive a report immediately upon completion.

Emotional Intelligence 2.0 is a book that argues for the importance of emotional intelligence to job performance and describes how individuals and companies might develop emotional intelligence skills through the combination of skill evaluation and the use of research-based strategies. Bradberry and Greaves conclude that emotional intelligence predicts 58% of job performance, and that only 36% of people can accurately identify their emotions as they happen. The book includes online access to the



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Emotional Intelligence Appraisal and to 66 strategies proposed to help you discover and begin building your emotional intelligence skills.

The online instrument assesses the Leader relative to four skills. Those skills are self-awareness, self-management, social awareness, and relationship management. It also gives an overall score. It then gives some recommendations in terms of ways to work on areas of weakness. We prefer using the book relative to working on areas of weakness because the computer-generated report only picks the lowest area and only gives three recommendations for corrective strategies. The book enables you to work on more than one area of challenge and it gives you more potential strategies to choose from.

Exercise 7: What are the top strengths you identified in Emotional Intelligence? Strengths Strengths Being Overused Missing Strengths

SOLID Markers of a Leader

Written and published by the founders of SOLID, this assessment takes 5 to 10 minutes to complete. There are genetic and cultural markers that can predict leadership success. See how many you have. Total the points. It will make for a lively discussion with your coach.

Exercise 8: What was your overall score in Markers of a Leader? Score: Greatest Defining Markers Missing Markers Additional Attainable Markers



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Top Five Reasons for Your Success

This is an oral or written test. Answer this question: What are the top 5 reasons for your success thus far, that will continue to be reasons for your continued success? This test has been benchmarked with thousands of top executives. See how you stack up.

Exercise 9: Top 5 Reasons for Your Success. Place them in rank order. 1. 2. 3. 4. 5.

SOLID Leadership Assessment

SOLID’s own leadership assessment takes 10 to 15 minutes to complete. It is a fillable PDF which you will self-score. The unique characteristic of this instrument, written by the founders of SOLID Leaders in the late 90s, is that it assesses you per the five dimensions that make up the acronym, SOLID: Serve, Order, Lead, Integrate and Design. See your coach if you are interested in taking this.

Exercise 10.

SOLID Leadership

Assessment

Results

SERVE

ORDER LEAD INTEGRATE DESIGN

Total Score

SOLID executive competencies results

Exercise 11: Complete the SOLID Executive Competencies Assessment. Use the total from each category to fill in the diagram on page 10 entitled “Current State”. Fill in the diagram entitled “Desired State” based on your realistic goals. For each category list three actions you will take to improve your level of executive competency.



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List actions to take to improve your levels of executive competency.

Core Character: 1.

2.

3.

Execution: 1.

2.

3.

Relationship: 1.

2.

3.

Management: 1.

2.

3.

Leadership: 1.

2.

3.

Current State: Shade in your scores to illustrate your current competency levels.

Desired State: Shade in your realistic goals for improved levels of executive competency.



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Section Four The Qualitative Assessment Process

Sponsorship In corporate coaching, there often is an engagement “Sponsor” – someone who is championing this assessment for you. If you are a CEO, it may be your Board. If you report to the CEO, it is often your CEO who is your Sponsor. Sometimes, you have multiple Sponsors. For example, Human Resources is often involved in this process. They are identified as “Sponsors”. Or, you may be your own Sponsor.

Stakeholders To gain the greatest insight into your leadership, key stakeholders can be queried. A stakeholder is simply anyone who has a stake in you being the best leader you can be. For a CEO, stakeholders would include the Board, all direct reports and possibly others. If you are a direct report to a CEO, stakeholders would include your CEO, possibly key members of the Board with whom you have regular interaction, all your peers on the executive team, all your direct reports, and possibly others. Your SOLID Assessment Coach will guide you through identifying who should be involved in this assessment.

Steps of the Assessment Process There are seven possible steps to a SOLID Leadership Assessment, several which are optional. Following is a description of each step. Consultant with your SOLID Coach and scope of work to determine what is included in your engagement with SOLID.

Step 1: Complete Intake Leader receives:

• Overview of the leadership assessment process. • Review options for leadership assessment; decide which of the following to include:

o Electronic assessments; o Interview-based assessment; o Electronic 360.

• Initial discussion to explore perceived needs. • Verbal feedback from Coach regarding initial observations. • Recommendations for next steps.

Sponsor provides: • Input into process. • Input into stakeholder selection (often has final say on who is and is not included). • Legal documents such as an NDA, Master Services Agreement, and SOW. • Provides previously completed assessments, performance reviews and other reports that may be

useful. Coach completes review of:

• Information provided by the Leader including past assessments, reviews, etc. • Structure of the Leader’s organization and that of overall organization. • Entire career background via live interview of the Leader by the Coach. • Review of resume, bio and other background information on Leader.



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• Background and history of the organization in relationship to the Leader. • Review of previously completed assessments. • Other information as deemed useful.

Step 2: Complete Electronic Assessment(s) Leader will:

• Complete any assessments that are mutually agreed to with Coach. Coach will recommend behavioral assessments such as:

• DiSC Behavioral Assessment • Emotional Intelligence 2.0 • StrengthsFinders 2.0 • SOLID Leadership Assessment • SOLID Markers of a Leader

Step 3A: Prepare for and Conduct Interviews (If an Interview-based 360-degree assessment is planned) This step may include live interviews with participants including superiors, peers, direct reports and others and/or use of electronic 360° assessments. Such assessments may be client-proprietary, SOLID-proprietary, and/or third party. Leader:

• Provide an interview list; Coach will assist in development. • Provides brief background on participants (stakeholders) to be interviewed. • Receives email template from Coach (See Appendix 1). • Designs an email to participants requesting their involvement in the process. • Send out an email notice to each participant, introducing the process.

Sponsor: • Reviews and/or approves participant list

Coach: • Creates an assessment strategy in collaboration with Sponsor and Leader. • Helps Leader identify participants from 3 or 4 categories: 1. Superiors; 2. Peers; 3. Direct

reports; 4. Other (optional); could be in-direct peers or external i.e. customers. • Collaborates with Leader and Sponsor on final selection of participants. • Set guidelines which will protect the confidentiality of each participant. • Schedule 30-minute to one-hour interviews in person or by telephone. • Conduct interviews: Identify 4-7 specific areas of strength and of challenge. • Take extensive notes and transcribe unattributed direct quotes into a written report.

Step 3B: Generate Assessment Report (Interview-based 360s Only) Coach:

• Triangulate 360° interview results with all behavioral assessments and coach’s observations. • Analyze findings and organize by SOLID’s five categories of competency. (See diagram below) • Categorize each comment by core competencies. • Provide a report to Leader and Leader’s Sponsor(s).



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1: Executive Summary; 2. Overview of Methodology; 3. Summary; 4. Categorized 360° Strengths Report; 5. Categorized 360° Challenges Report; 6. Electronic Assessments; 7. Action Plan.

Categories of Competency SOLID has developed a 5-Category Competency model that is compatible with all the most well respected leadership competency models including the following: Lominger Leadership Competencies http://www.kornferry.com/products/overview Center for Creative Leadership: https://www.ccl.org/lead-it-yourself-solutions/assessments/ 121 Leadership Competencies http://www.leadershipcompetenciesguide.com Your 360-degree assessment will be analyzed considering these five categories of competency.

Step 6: Deliver Report Leader will:

• Read report in advance of meeting with Coach. • Annotate, indicating agreement and disagreement with commentary.

Coach will: • Discuss verbal findings with Leader, during Step 5, to further validate findings. • Send report in advance of meeting. • Facilitate in-person meeting to review report. • Meet in person with Leader and review entire report.

Sponsor(s) will: • Review with Leader.

Step 7: Develop Action Plan Leader will:

• Edit the 360-degree assessment report to personalize. • Develop action plan.

Coach will: • Assist client in developing an action plan based on findings of the Leadership Assessment. • Ensure focus on key developmental areas likely to maximize Leader’s greatest potential.

http://www.kornferry.com/products/overview

https://www.ccl.org/lead-it-yourself-solutions/assessments/

http://www.leadershipcompetenciesguide.com



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Receiving your Report

The SOLID Leaders process of Qualitative (interview-based) report delivery is as follows:

1. The raw data (your report) is provided to you for validation.

2. You read your report, and indicates whether there is agreement on each comment, by applying the following code: A = Agree; M = Maybe Agree; D = Disagree

3. You and your Executive Coach review report together, and develop next steps of validation.

4. Agreement is reached on the top three strengths and top three weaknesses to address during the duration of the executive coaching engagement.

5. A Leadership Development Plan is created with goals, objectives, milestones, metrics, and results.

6. A modified version of the Leadership Development Plan is published to Stakeholders

7. An electronic “Mini-survey” is sent out in four to six months to Stakeholders, gaining feedback on progress.

Categories of Competency

Your report will have a matrix like this. It is most helpful to read SOLID’s publication about these categories of competency, prior to receiving your report. The name of the publication is: “4.3c Scoring Big - Hitting the Leadership Mark.”

SOLID

Competency

Category

Percentage of

Total

Comments

Vector 1

Superiors

# of Comments:

Vector 2

External

# of Comments:

Vector 3

Direct Reports

# of Comments:

Vector 4

Peers

# of Comments:

Character

Execution

Relationship

Management

Leadership



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Appendix Appendix #1 Notification to 360 Degree Assessment Participants (Stakeholders)

Following is an email template for sending out prior to the beginning of 360-degree assessment interviews. Here are the actions to take:

1. Edit email template below; make it your own 2. Add Assessment Coach’s name and phone number 3. Send out to each participant, individually, and CC the interviewer. 4. NOTE: Step 3 is critical; it alerts the interviewer that they are clear to contact the person to be

interviewed.

(STAKEHOLDER NAME),

I am writing to ask your help.

I have recently enrolled in executive coaching with SOLID Leaders, LLC (www.SOLIDleaders.com).

The coaching process is designed to help me scale to the next level, and begins with _________, one of SOLID’s coaches, conducting interviews with all my direct reports and other key stakeholders. I will then receive a report with recommendations, and will work with an executive coach to better leverage my strengths and overcome any weaknesses.

The purpose of your interview is to obtain your confidential and objective feedback on my overall executive skill set. Your comments will remain anonymous. Your interviewer will only share theme's and conclusions based on your feedback, but no specific identifying details. So please be completely open and candid – your anonymity is assured.

During your interview, you will be asked two main questions about me. They are 1.) “What do you see as greatest areas of strength?”, and 2.) “What do you see as greatest areas of weakness?” You may want to write some ideas in advance, and can even email them prior to your interview. You can also send a post-interview follow up note. All comments will stay between you and the interviewer from SOLID.

_________, copied on this email, will contact you over the next few days to schedule this ___- - ____-minute meeting. You can reach your interviewer at cell phone number _________, should you have any questions.

Thank you in advance for your participation in this important process.



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FOLLOW UP EMAIL – Send after completion of 360 and delivery of 360-degree assessment report. Dear Colleague, I want to thank you for participating in my 360° assessment and providing your candid, honest feedback to me. I greatly appreciate that. It was a very insightful process and provides an opportunity for me to improve as a leader. Feedback results: It was very rewarding to receive positive results in a number of areas. Two aspects that were especially gratifying were:

1) (Enter one or two key areas only. Be sure to correct the last sentence above if you only enter one.) 2)

The report also provided me with helpful information on some leadership areas in which I want to grow. I believe it is an opportune time for me to focus on doing so. Therefore, I have decided to focus my leadership growth in the coming year on:

1) 2)

Next steps:

1. The 360° feedback report was only the initial step in a comprehensive program focused on my leadership development. I would like to enlist you as my stakeholder to help me stay focused on the leadership growth areas described above. Being a stakeholder will only take 5–10 minutes of your time per month. I have asked you to be one of my stakeholders in this process moving forward because I value your constructive input and I know I can count on you to be honest and fair.

2. As part of my development process I will also be using a coach, [Coach Name]. I will describe [him/her] as my personal trainer and, as relates to staying focused on my leadership growth, my conscience. I have scheduled a short briefing (30 minutes) with all my stakeholders, myself, and my coach on [Date and Time]. During that briefing, I will explain the process I will be going through in more depth and introduce you to the stakeholder role.

Please let me know if you can support me as a stakeholder and can attend the abovementioned stakeholder briefing. All of this is very important to me. Thank you for your support. Thank you, Your Name



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Appendix #2 – Myers-Briggs

Myers-Briggs Type Indicator (MBTI) – Personality Profile

Understanding the MBTI can be useful. However, we do not administer it as part of our standard testing. If you would like to complete the MBTI, please discuss this with your coach. You will find that many people you meet will have taken the MBTI, and therefore, some understanding of the instrument may be helpful. Following is a brief overview. The MBTI assessment was developed by Isabel Myers and Katharine Briggs as an application of Carl Jung’s theory of personality types. This theory suggests that we have opposite ways of directing and receiving energy (Extraversion or Introversion), taking in information (Sensing or Intuition), deciding or coming to conclusions about that information (Thinking or Feeling), and approaching the outside world (Judging or Perceiving). Everyone can and does use each of these eight parts of personality at least some of the time but prefers one in each pair over the other, just as most people have a natural preference for using one hand rather than the other. No preference in a pair is better or more desirable than its opposite. The MBTI assessment does not measure your skills or abilities in any area. Rather, it is a tool to help you become aware of your particular style and to better understand and appreciate the helpful ways that people differ from one another.

Dimension Symbol Symbol Dimension

Extraversion Focus on outside world; energy gained

through interacting with people and doing

activities.

e i Introversion Focus on inner world; energy gained

through reflecting on information, ideas

and concepts.

Sensing Noticing and trusting facts, details and

present realities.

s n Intuition Attending to and trusting relationships,

theories and future possibilities. Thinking Making decisions using logical analysis to

achieve objectivity.

t f Feeling Making decisions using person-

centered values to achieve harmony. Judging A tendency to be organized and orderly

and to make decisions quickly

j p Perceiving A tendency to be flexible and

adaptable; keeping your options open

as long as possible.



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The MBTI is a personality-type assessment tool. Personality type does not change much over time. The assessment tool is not, however perfect, and may show different results when administered multiple times. However, those variations should be slight and found most frequently in areas where your scores in one category were very close to falling in another category. The MBTI is useful in terms of helping you understand more about yourself and your personality. Different personality types tend to have different styles relative to communications, decision making, managing change, managing conflict and other relational dynamics. The MBTI can help you understand your style in these areas and help you consider making modifications to the way you naturally approach issues.



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Appendix #3 – Birkman

Your coach may ask you to take the Birkman. The Birkman method is a powerful tool that identifies your strengths, behaviors, motivations, and interests. The Birkman method is reliable. This means the results of the assessment remain relatively stable over time. The Birkman method is valid. This means statistical studies have been conducted to ensure that the assessment measures what is intended When you have finished reviewing your report you will know more about yourself, what makes you unique, and how this impacts you in those with whom you interact. Being empowered by this information will help you in virtually all areas of your life. Specific benefits include learning what interests you at work and at home, discovering what behaviors others notice about you, articulating your unique strengths and opportunities, and exploring your career interests with scientifically backed data. Please see the list of additional reports that are available. The reports in yellow are included in the basic report. Potential Birkman Reports

A guide for your sales mgr (Insights/Ind.) Accountability (Insights/Grp.) Accountability (Insights/Ind.) Biggest mistakes (Insights/Grp.) Biggest mistakes (Insights/Ind.) Birkman Basics Report Birkman Interests Birkman Leadership Map Birkman Map (Group) Birkman Map (Individual) Birkman Map Summary Birkman Sales Map Career Exploration Report Career focus (Insights/Ind.) Coaching relationship (Insights/Comp.) Handling commitment (Insights/Grp.) Handling commitment (Insights/Ind.) Handling conflict (Insights/Grp.) Handling conflict (Insights/Ind.) How to incentivize you (Insights/Grp.)

How to incentivize you (Insights/Ind.) How to talk to you (Insights/Grp.) How to talk to you (Insights/Ind.) How to work with you (Insights/Grp.) How to work with you (Insights/Ind.) How you approach interviews (Insights/Ind.) How you handle others (Insights/Ind.) How you incentivize others (Insights/Ind.) How you influence others (Insights/Grp.) How you influence others (Insights/Ind.) Increasing sales effectiveness (Insights/Grp.) Increasing sales effectiveness (Insights/Ind.) Job Families / Job Titles Managing your time (Insights/Grp.) Managing your time (Insights/Ind.) Money and trust (Insights/Grp.) Money and trust (Insights/Ind.)



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Motivating you (Insights/Grp.) Motivating you (Insights/Ind.) Name Tags Organizational fit (Insights/Grp.) Organizational fit (Insights/Ind.) Relational disrupters (Insights/Grp.) Relational disrupters (Insights/Ind.) Some basic info about you (Insights/Ind.) Team player (Insights/Grp.) Team player (Insights/Ind.) The effect of interests on work (Insights/Grp.) The effect of interests on work (Insights/Ind.) Trust (Insights/Grp.) Trust (Insights/Ind.) Understanding Interests (Insights/Ind.) Understanding the Map (Insights/Ind.) Your ineffective tactics (Insights/Grp.) Your ineffective tactics (Insights/Ind.) Your job search (Insights/Ind.) Your leadership style (Insights/Grp.) Your leadership style (Insights/Ind.)

Your learning style (Insights/Grp.) Your learning style (Insights/Ind.) Your possible challenges (Insights/Grp.) Your possible challenges (Insights/Ind.) Your relationship with child (Insights/Ind.) Your relationship with partner (Insights/Ind.) Your strengths (Insights/Grp.) Your strengths (Insights/Ind.) Individual Report Sets: Birkman Basics Report (4296132) Career Insights (12064801) Most Popular Insights (12064755) Comparative Report Sets: Coaching relationship (Insights) (4296131) Group Report Sets: Birkman Map (Group) (4296068)

Documents

Eliminate Executive Blind Spots - SOLID Leaders · Strengths Finder 2.0 by Tom Rath This assessment is administered via a code in the back of the book by the same name, or you can